SERVANT LEADERSHIP AND EMPLOYEES’ KNOWLEDGE HIDING BEHAVIOR: TESTING MEDIATING ROLE OF SELF-EFFICACY

Yıl 2024, Cilt: 6 Sayı: 1, 77 – 98, 30.06.2024

Murat Baş Lokman Onur Ekinci

https://doi.org/10.46482/ebyuiibfdergi.1488964

Öz

The fundamental objective of this study was to assess the effect of servant leadership on nurses’ tendency to conceal knowledge in the context of a selected healthcare institution in Erzincan, Turkey. In order to evaluate the research hypotheses, we used a convenient sampling technique and collected data at two different time intervals from relevant sources. The initial data collection phase yielded a final sample of 400 valid and complete responses from nurses, which we subsequently analyzed using SPSS version 25. Our findings exposed a important relationship between servant leadership and knowledge withholding behaviour among nurses. Furthermore, the variable of self-efficacy emerged as a partial mediator between servant leadership and knowledge-hiding tendencies. This research donates to the understanding of knowledge-hiding behaviour, a critical component of knowledge management, through the lens of servant leadership, drawing on insights from both social exchange and leader-member exchange (LMX) theories

Anahtar Kelimeler

Servant leadership, Knowledge hiding behavior, Self-efficacy

Kaynakça

• Agarwal, U. A., Gupta, M., & Cooke, F. L. (2022). Knowledge hides and seek: Role of ethical leadership, self enhancement and job-involvement. Journal of Business Research, 141, 770-781.
• Akhtar, M. W., Karatepe, O. M., Syed, F., & Husnain, M. (2022). Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model. International Journal of Contemporary Hospitality Management, 34(2), 578-600.
• Al-Kurdi, O. F., El-Haddadeh, R., & Eldabi, T. (2020). The role of organisational climate in managing knowledge sharing among academics in higher education. International Journal of Information Management, 50, 217 227.
• Arain, G. A., Hameed, I., Khan, A. K., Strologo, A. D., & Dhir, A. (2022). How and when do employees hide knowledge from co-workers?. Journal of Knowledge Management, 26(7), 1789-1806.
• Avolio, B. J., & Locke, E. E. (2002). Contrasting different philosophies of leader motivation: Altruism versus egoism. The Leadership Quarterly, 13(2), 169-191.
• Bandura, A. (1977). Self-efficacy: toward a unifying theory of behavioral change. Psychological review, 84(2), 191.
• Bandura, A. (1986). Fearful expectations and avoidant actions as coeffects of perceived self-inefficacy.
• Bandura, A., & Cervone, D. (1983). Self-evaluative and self-efficacy mechanisms governing the motivational effects of goal systems. Journal of personality and social psychology, 45(5), 1017.
• Bandura, Albert. "Human agency in social cognitive theory." American psychologist 44, no. 9 (1989): 1175.
• Bari, M. W., Ghaffar, M., & Ahmad, B. (2020). Knowledge-hiding behaviors and employees’ silence: mediating role of psychological contract breach. Journal of Knowledge Management.
• Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. Grant, R. M. (1996). Toward a knowledge‐based theory of the firm. Strategic management journal, 17(S2), 109-122.
• Bavik, Y. L., Tang, P. M., Shao, R., & Lam, L. W. (2018). Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths. The Leadership Quarterly, 29(2), 322-332.
• Bogilović, S., Černe, M., & Škerlavaj, M. (2017). Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity. European Journal of Work and Organizational Psychology, 26(5), 710 723.
• Boz Semerci, A. (2019). Examination of knowledge hiding with conflict, competition and personal values. International Journal of Conflict Management, 30(1), 111-131.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6), 595-616.
• Burmeister, A., Wang, M., & Hirschi, A. (2020). Understanding the motivational benefits of knowledge transfer for older and younger workers in age-diverse coworker dyads: An actor–partner interdependence model. Journal of Applied Psychology, 105(7), 748.
• Burns, J. M. (1978). Leadership. New York: Harper & Row.
• Chiniara, M., & Bentein, K. (2018). The servant leadership advantage: When perceiving low differentiation in leader member relationship quality influences team cohesion, team task performance and service OCB. The Leadership Quarterly, 29(2), 333-345.
• Connelly, C. E., & Zweig, D. (2015). How perpetrators and targets construe knowledge hiding in organizations. European Journal of Work and Organizational Psychology, 24(3), 479-489.
• Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in organizations. Journal of organizational behavior, 33(1), 64-88.
• Creswell, J. W., Clark, V. L. P., Gutmann, M. L., & Hanson, W. E. (2003). Advanced mixed. Handbook of mixed methods in social & behavioral research, 209.
• Davenport, T. H., & Klahr, P. (1998). Managing customer support knowledge. California management review, 40(3), 195-208.
• Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business Press.
• De Bonet, J. S. (1997, August). Multiresolution sampling procedure for analysis and synthesis of texture images. In Proceedings of the 24th annual conference on Computer graphics and interactive techniques (pp. 361 368).
• Di Vaio, A., Hasan, S., Palladino, R., Profita, F., & Mejri, I. (2021). Understanding knowledge hiding in business organizations: A bibliometric analysis of research trends, 1988–2020. Journal of Business Research, 134, 560-573.
• Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social undermining in the workplace. Academy of management Journal, 45(2), 331-351.
• Dybowski, C., Sehner, S., & Harendza, S. (2017). Influence of motivation, self-efficacy and situational factors on the teaching quality of clinical educators. BMC medical education, 17(1), 1-8.
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• Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel psychology, 57(1), 61-94.
• Erdurmazlı, E. (2019). On the servant leadership behaviors perceived in voluntary settings: The influences on volunteers’ motivation and organizational commitment. Sage Open, 9(3), 2158244019876265.
• Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The leadership quarterly, 30(1), 111-132.
• Evans, C., Mujis, D., & Tomlinson, D. (2015). Engaged student learning: High impact strategies to enhance student achievement.
• Farling, M. L., Stone, A. G., & Winston, B. E. (1999). Servant leadership: Setting the stage for empirical research. Journal of leadership studies, 6(1-2), 49-72.
• Feltz, D. L., & Riessinger, C. A. (1990). Effects of in vivo emotive imagery and performance feedback on self-efficacy and muscular endurance. Journal of Sport and Exercise Psychology, 12(2), 132-143.
• Feng, G., Zhu, J., Wang, N., & Liang, H. (2019). How paternalistic leadership influences IT security policy compliance: The mediating role of the social bond. Journal of the Association for Information Systems, 20(11), 2.
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HİZMETKAR LİDERLİK VE ÇALIŞANLARIN BİLGİ SAKLAMA DAVRANIŞI İLİŞKİSİNDE: ÖZ YETERLİLİĞİN ARACI ROLÜ

Yıl 2024, Cilt: 6 Sayı: 1, 77 – 98, 30.06.2024

Murat Baş Lokman Onur Ekinci

https://doi.org/10.46482/ebyuiibfdergi.1488964

Öz

Bu çalışmanın temel amacı, hizmetkâr liderliğin hemşirelerin bilgiyi gizleme eğilimi üzerindeki etkisini Erzincan’da seçilmiş bir sağlık kurumu bağlamında değerlendirmektir. Araştırma hipotezlerini değerlendirmek için uygun örnekleme tekniği kullanılmış ve ilgili kaynaklardan iki farklı zaman aralığında veri toplanmıştır. İlk veri toplama aşamasında hemşirelerden alınan 400 geçerli ve eksiksiz yanıttan oluşan nihai bir örneklem elde edilmiş ve bunlar daha sonra SPSS sürüm 25 kullanılarak analiz edilmiştir. Bulgularımız, hemşireler arasında hizmetkâr liderlik ile bilgi saklama davranışı arasında önemli bir ilişki olduğunu ortaya koymuştur. Ayrıca, öz yeterlilik değişkeni, hizmetkâr liderlik ve bilgi saklama eğilimleri arasında kısmi bir aracı olarak ortaya çıkmıştır. Bu araştırma, hem sosyal mübadele hem de lider-üye mübadelesi (LMX) teorilerinin içgörülerinden yararlanarak, bilgi yönetiminin kritik bir bileşeni olan bilgi saklama davranışının hizmetkâr liderlik merceğinden anlaşılmasına katkıda bulunmaktadır.

Anahtar Kelimeler

Hizmetkâr liderlik, Bilgi saklama davranışı, Öz yeterlilik

Kaynakça

• Agarwal, U. A., Gupta, M., & Cooke, F. L. (2022). Knowledge hides and seek: Role of ethical leadership, self enhancement and job-involvement. Journal of Business Research, 141, 770-781.
• Akhtar, M. W., Karatepe, O. M., Syed, F., & Husnain, M. (2022). Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model. International Journal of Contemporary Hospitality Management, 34(2), 578-600.
• Al-Kurdi, O. F., El-Haddadeh, R., & Eldabi, T. (2020). The role of organisational climate in managing knowledge sharing among academics in higher education. International Journal of Information Management, 50, 217 227.
• Arain, G. A., Hameed, I., Khan, A. K., Strologo, A. D., & Dhir, A. (2022). How and when do employees hide knowledge from co-workers?. Journal of Knowledge Management, 26(7), 1789-1806.
• Avolio, B. J., & Locke, E. E. (2002). Contrasting different philosophies of leader motivation: Altruism versus egoism. The Leadership Quarterly, 13(2), 169-191.
• Bandura, A. (1977). Self-efficacy: toward a unifying theory of behavioral change. Psychological review, 84(2), 191.
• Bandura, A. (1986). Fearful expectations and avoidant actions as coeffects of perceived self-inefficacy.
• Bandura, A., & Cervone, D. (1983). Self-evaluative and self-efficacy mechanisms governing the motivational effects of goal systems. Journal of personality and social psychology, 45(5), 1017.
• Bandura, Albert. "Human agency in social cognitive theory." American psychologist 44, no. 9 (1989): 1175.
• Bari, M. W., Ghaffar, M., & Ahmad, B. (2020). Knowledge-hiding behaviors and employees’ silence: mediating role of psychological contract breach. Journal of Knowledge Management.
• Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. Grant, R. M. (1996). Toward a knowledge‐based theory of the firm. Strategic management journal, 17(S2), 109-122.
• Bavik, Y. L., Tang, P. M., Shao, R., & Lam, L. W. (2018). Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths. The Leadership Quarterly, 29(2), 322-332.
• Bogilović, S., Černe, M., & Škerlavaj, M. (2017). Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity. European Journal of Work and Organizational Psychology, 26(5), 710 723.
• Boz Semerci, A. (2019). Examination of knowledge hiding with conflict, competition and personal values. International Journal of Conflict Management, 30(1), 111-131.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6), 595-616.
• Burmeister, A., Wang, M., & Hirschi, A. (2020). Understanding the motivational benefits of knowledge transfer for older and younger workers in age-diverse coworker dyads: An actor–partner interdependence model. Journal of Applied Psychology, 105(7), 748.
• Burns, J. M. (1978). Leadership. New York: Harper & Row.
• Chiniara, M., & Bentein, K. (2018). The servant leadership advantage: When perceiving low differentiation in leader member relationship quality influences team cohesion, team task performance and service OCB. The Leadership Quarterly, 29(2), 333-345.
• Connelly, C. E., & Zweig, D. (2015). How perpetrators and targets construe knowledge hiding in organizations. European Journal of Work and Organizational Psychology, 24(3), 479-489.
• Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in organizations. Journal of organizational behavior, 33(1), 64-88.
• Creswell, J. W., Clark, V. L. P., Gutmann, M. L., & Hanson, W. E. (2003). Advanced mixed. Handbook of mixed methods in social & behavioral research, 209.
• Davenport, T. H., & Klahr, P. (1998). Managing customer support knowledge. California management review, 40(3), 195-208.
• Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business Press.
• De Bonet, J. S. (1997, August). Multiresolution sampling procedure for analysis and synthesis of texture images. In Proceedings of the 24th annual conference on Computer graphics and interactive techniques (pp. 361 368).
• Di Vaio, A., Hasan, S., Palladino, R., Profita, F., & Mejri, I. (2021). Understanding knowledge hiding in business organizations: A bibliometric analysis of research trends, 1988–2020. Journal of Business Research, 134, 560-573.
• Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social undermining in the workplace. Academy of management Journal, 45(2), 331-351.
• Dybowski, C., Sehner, S., & Harendza, S. (2017). Influence of motivation, self-efficacy and situational factors on the teaching quality of clinical educators. BMC medical education, 17(1), 1-8.
• Dyne, L. V., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of management studies, 40(6), 1359-1392.
• Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel psychology, 57(1), 61-94.
• Erdurmazlı, E. (2019). On the servant leadership behaviors perceived in voluntary settings: The influences on volunteers’ motivation and organizational commitment. Sage Open, 9(3), 2158244019876265.
• Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The leadership quarterly, 30(1), 111-132.
• Evans, C., Mujis, D., & Tomlinson, D. (2015). Engaged student learning: High impact strategies to enhance student achievement.
• Farling, M. L., Stone, A. G., & Winston, B. E. (1999). Servant leadership: Setting the stage for empirical research. Journal of leadership studies, 6(1-2), 49-72.
• Feltz, D. L., & Riessinger, C. A. (1990). Effects of in vivo emotive imagery and performance feedback on self-efficacy and muscular endurance. Journal of Sport and Exercise Psychology, 12(2), 132-143.
• Feng, G., Zhu, J., Wang, N., & Liang, H. (2019). How paternalistic leadership influences IT security policy compliance: The mediating role of the social bond. Journal of the Association for Information Systems, 20(11), 2.
• Ford, D. P., & Staples, S. (2010). Are full and partial knowledge sharing the same?. Journal of knowledge management, 14(3), 394-409.
• Gandolfi, F., Stone, S., & Deno, F. (2017). Servant leadership: An ancient style with 21st century relevance. Revista de management comparat International, 18(4), 350-361.
• Gardner, D. G., & Pierce, J. L. (1998). Self-esteem and self-efficacy within the organizational context: An empirical examination. Group & Organization Management, 23(1), 48-70.
• Gist, M. E. (1987). Self-efficacy: Implications for organizational behavior and human resource management. Academy of management review, 12(3), 472-485.
• Graham, J. W. (1991). An essay on organizational citizenship behavior. Employee responsibilities and rights journal, 4(4), 249-270.
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Toplam 104 adet kaynakça vardır.

Ayrıntılar

Kaynak Göster

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